All the conditions have to be transferred back to working mode, and intense work has begun. Team drivers have gradually returned to the team and started a new transportation task. Everyone is full of hope and hope for the new year that begins immediately. The dream is a dream, and the real problem has to face the pain if the team is a traditional team-driver. There is a problem with the model, which is how to avoid the past, that is, how to set the fuel consumption assessment index for the driver.
Team fuel consumption management issues
Reading Peter Turuck's article on the management of the holiday season was very deep. Combined with the team’s industry problems in assessing fuel consumption in the operation, there are some new ideas. Let's take a look at it here.
Drucker said that senior managers should focus on the results of management behavior rather than monitoring behavior, so that management into a self-governing management state. In order to enter this state, managers should manage "head" and "foot." That is, for the team managers, your responsibility is to manage important heads and feet, and if you intervene too much in the middle process, you are not in control of the team.
As the saying goes, "it is better to manage thousands of troops, regardless of the driver's two or two." Why? It is not difficult to see that the reasoning has been explained clearly. Will the commander of General Marshal be responsible for managing the position of the soldiers in the frontline and killing the enemy? How often does the timing of the trigger delude and covert? They just say how much time (resources) I give you (how much), what is your goal (target direction), and what is the way the team manages the driver, The captain must also give direction indicators, but also specific practices. Some teams even manage how the driver started, how to shift gears, how to use cruising, what the fuel consumption is, how different the road driving is. Even if the captain behind the driver is a driver, he cannot. Instruct the driver how to drive the vehicle correctly in that scenario?
Being accustomed to believing in yourself, rest assured of others, and often impolitely interfering with other people's work processes, most of them manage the common problem of the mediocre captain. The problem is that this disease will form a vicious circle: the captain likes to manage from head to foot, becoming more and more necessary, provocative, dictatorial, and suspicious; at the same time, drivers become more and more clasped and develop the habits of dependence, conformity, and closure. The initiative and creativity have been lost. For a long time, the team will be mentally handicapped and will never be able to grow big.
This is the story behind the phrase. General Electric's Jack Welch famously said that the less you manage, the better. Many managers disagreed and explained: “My drivers have no enthusiasm. They just want to get more gray income for themselves and no culture, but they like to be taken care of...†In fact, these are just wishful thinking for themselves. It's just that no matter how ancient or modern Chinese or foreign, whether the level of knowledge or cultural background is the same, it is a natural rejection of indoctrination and restraint. The reason why your team is now is because of your poor management, not how the driver is now.
Some captains are not convinced that I am always right to ask for a fuel consumption standard. As the responsibility of the company’s employees to take responsibility for the company’s operational efficiency, it’s the responsibility of the driver to cause such a big conflict that our drivers are lazy. Therefore, it is necessary to constantly exert pressure and monitor them with the oil-measuring instrument using a camera, otherwise they will not be rebelled. This sounds reasonable, and it is clear where the problem lies.
If the driver is a victim of laziness, what is the team's recruitment management system? If it is to enter the team's character and later become lazy, I would like to ask who caused this result is the driver himself Is the demand not strict, or is there a flaw or loophole in the system itself?
From the standpoint of team assessment, it is questionable whether the fuel consumption standards should be used as the first indicator for the assessment. For example, how many enemies are eliminated as the first assessment indicator or how much strategic importance must be captured? Many people do not understand how to destroy the enemy and how to capture the city. As the driver does not require specific fuel consumption indicators, the driver’s How to control fuel consumption?
Destroying the enemy's living strategic forces is related to the seizure of the city pool, but it is not a direct relationship. It is not uncommon for companies to consider using classics, both at home and abroad. The general direction and grand strategy are the reduction of the overall cost of an enterprise. If stubbornly think that constraining the fuel consumption of a driver can achieve this result, it is a mistake.
Imagine if a marshal might require soldiers to use a certain posture in the battlefield to eliminate how many opposing forces are combat missions. The situation on the battlefield is constantly changing, terrain and other scenes cannot be completely similar to training, so too detailed requirements will not only guide As a result, the conversion to conscience is more likely to be caused by passive work or even lack of workmanship. At this point, the drivers of many large teams also revealed to us privately: Many times it was clearly known that it was wrong, and that managers forced us to come. The car on the road in the winter, summer, traffic jams, strong winds, short and heavy weights all lead to changes in fuel consumption, and the team's one-size-fits-all approach has forced us to use our own soil methods to satisfy and place vehicles, trailers, repairs, and maintenance. All are bosses, we do not care. â€
Many team managers are wronged. According to your argument, I don’t need fuel consumption. When they open them, they can't control the fuel consumption to the sky. This is what you’re talking about scientific management. Remember before the technical factors affecting fuel consumption. In the article, I analyzed in particular that as long as you follow the requirements carefully and do a good job of "car" and "people", low fuel consumption, high safety, high efficiency, and low cost are natural by-products. This result is a natural phenomenon. The result of managing fuel consumption is not as good as managing every measure of "car".
What does Drucker say about management's heads and pins?
The most important part of the “header†is to solve the problem of “doing what†and “who does itâ€:
The most important thing for “header†is to solve the problem of “doing what†and “who does itâ€
doing what
Managers should clearly describe the future of the company, focus on the strategic path, think clearly about the “doing†problem, and thoroughly explain to the subordinates, pointing them to an extremely clear direction.
Who will do it?
Whoever does it is how to use people's things. On the issue of "who does it," we must develop a habit of thinking that is not right for people, emphasize honesty, and focus on results. Everyone has different personalities and styles. In addition to the first person's criteria, the second is to find different thoughts and voices. "Cultivating oneself has long been replaced by the training of successors."
The so-called "pins" has three main points:
1. Resources in place
One of the reasons for the high project development efficiency of Microsoft Corporation in the United States is to allocate sufficient working resources to the project team, including funds, personnel, and tools. This is because it is difficult for a clever woman to be without rice. Managing the company is not an official, but a business. As a manager, you must create a relaxed, trusting, and supportive work environment for your subordinates. Welch said: "My job is to provide the best staff with the widest possible opportunities, and to allocate the funds most rationally. This is all. To convey ideas, to allocate resources, and then to leave the road." The right person to the right Places to do things at the same time, get the right space and resources, so that the potential of employees will naturally burst out.
2. Coaching role
Coaches are not allowed to play. They can only be coached on the court. The role of corporate managers is like coaches. They should have more organization, coaching, and checks and balances instead of thinking about playing on their own. However, in day-to-day management practices, once faced with a tense phase or a thorny issue, managers often do not feel comfortable with their subordinates' ability to do business, trap themselves in tedious affairs, and even make things worse. As everyone knows, the more problems there are, the more they should let go of the ministry to do what he should do, and the more he wants to let him practice in his own way. Wrong, let him experience; right, let him go to comprehend. Difficult and often wrong things often create the best talent.
3. Focus on results
The result of work is the only measure of success or failure. Just like the off-road race, as long as the starting point, the end point and the competition path are determined, everyone can fight in their own way. As for who is slow, why fast, why slow, it will naturally be clear. For example, there are many high-tech companies in the United States that adopt flexible work schedules: they do not specify what their employees should do in the morning and what they do in the afternoon. For a given task, they only give a deadline for completion. The specific process is arranged by the employees themselves and is ultimately measured by results. work performance. The company gives employees enough room, and employees return great efforts from the company to form a virtuous circle. From this we can see that it is a very effective management method to give the result of the process to the subordinates and measure the subordinates with the results of the process.
For the fleet management driver management, the above few items are very useful. Only relying on an oil consumption as the performance appraisal standard not only fails to support the driver, it intensifies the contradictions, pushes the driver to the opposite side, and gives himself to the future. Management increases resistance.
If we say that the driver's fuel consumption standards do more harm than good, then the fuel consumption will not matter? How many drivers do we need to regulate them to ensure that the company's cost reduction? We are small teams, fuel consumption standards are very important, how will certainly be more scientific and beneficial to future control Costs are moving in a healthy direction?
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